Graded Assignment 2

Nyamekye Powell, 311200030

Diploma Business Studies

MGMT6206:Management Essentials II

Course Coordinator: Marlein Newman

E-tutor: Juliana Samuel

March 2, 2021

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 Table of Contents

Description Page Number

Introduction

 Overview of Topic 3-5

 Organizational Background

The Case/Problem 5-6

Steps Taken to Address the Problem 7-8

Resistance to Change 8

Change Management Analysis

Effectiveness of Steps taken to address the

9-10
problem

Initiated Efforts to Implement the planned

11-13
changes

Resistance Management 14

Conclusion 15

References 16

Appendix 17-19

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 The implementation of the Online Recruit Training Database

Introduction

Overview of Topic

Based on Oreg et al (2011) article, Contreras & Gonzalez (2020) noted that management-led

organizational change initiatives are implemented to improve organizational performance.

Tamilarasu (2012) listed mission changes, strategic changes, operational( including structural

changes) and technological changes as examples of organizational change. Though

organizational changes can be advantageous to a company, Contreras & Gonzalez (2020)

concluded it can also result in unintended adverse employee attitudes and behaviors such as

stress and anxiety.

According to Sung & Kim (2021), change management is an activity that enables members to

participate in change effortlessly while simultaneously subduing their shock and resistance to the

process of change. Levasseur (2001) indicated that successful change enablers rely on a handful

of tools that work. This included Kotter (1996) eight-step change model for helping managers

deal with transformational change namely, Create Urgency, Form a Powerful Coalition, Create a

Vision for Change, Communicate the Vision, Remove Obstacles, Create Short-term Wins, Build

on the Change and Anchor the Changes in Corporate Culture. Another powerful tool is Lewin

(1958) simple 3- step change model, Unfreezing, Change and Refreezing.

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Organization Background

Built in the year 1970, the law enforcement entity and also a subdivision of The Royal St.

Christopher and Nevis Police Force, The Royal St. Christopher and Nevis Police Force Training

School is a part of the National Security Sector and is currently located in William Street,

Basseterre, St. Kitts.

Under normal circumstances, its hierarchy is usually composed of a Superintendent

( Commandant of the Police Training School), an Inspector, Sergeants and Corporals as

instructors, a secretary, recruits( ranging between 35-40 individuals at a given point) and the

kitchen staff.

Mission

The object of the Police Training School is to provide a highly-skilled, physically alert and

reliable Police Officer, equipped with the kind of knowledge and expertise, which will enable

him/her to meet the present and future needs of the people of St Christopher and Nevis and

visitors as far as their safety and security are concerned.

Vision

The Vision Statement of the Police Training School is to have an adequate number of Police

Officers to ensure an available supply of personnel to meet the increasing demand for the

effective enforcement of Law and Order in the Federation.

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In addition, the Police Training School will strive to develop programs for the continuous

training of all ranks in modern police techniques thus sharpening individual officers’ managerial

and interpersonal skills.

The Case/Problem

The training complex is the host for all classroom and outdoor training, this includes Weapon

Training, Refresher Course Training, CBSI courses, Criminal Investigation courses, Homicide

Investigation courses, Development courses etc. Notwithstanding the many courses that are

taken place at the complex, its main function is that of the Initial Recruit Training. The “ Initial

Recruit Training” is the training of individuals before they become fully-fledged police officers.

The “live-in” training duration is usually six months where recruits are assessed in different

aspects such as Theory: Progress Tests, Elementary, Intermediate, Criminal Law, Evidence and

Procedure, General Duties and Written Weapon exams and Physical: Weapon Training, Drills,

Self Defence and Physical Training. Because of the large number of recruits that are usually in

training, they are divided into syndicates that are led by one instructor of staff. The syndicate

leader is tasked with implementing study plans, motivating the persons under their command,

giving tasks that foster teamwork, checks on the wellbeing of the recruits and marks all

assessments. The onus is then on the secretary to store this information via Excel Sheets as well

as physical handwritten files. This method is tedious as there is only one secretary assigned to

the Police Training Complex.

As recruit training should be commencing in a month, Ms. Nyamekye Powell, BSc(UWI) sought

permission from the Commandant, Inspector Shorna Edwards to conduct a SWOT Analysis on

the current functioning of the Training School. After receiving positive feedback from the

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Commandant, the secretary began gathering information from staff and her personal experiences.

A completed analysis was handed over to the Commandant where it revealed that the general

functioning of the training compound is reasonably well except for one alarming weakness. In

her report, Ms. Powell indicated the Lack of Proper Storage Medium for Recruit Personal Files.

Ms. Powell noted that the recruit’s marks and other personal information are stored in a

word/excel sheet which is stored on the computer hard drive and all other information is in

physical files that are stored in filing cabinets. The report continued by indicating that the

information that is stored in the recruit’s files is usually requested frequently by the

Commissioner of Police or any high-ranking member of gazetted officers ( Deputy

Commissioner or Assistant Commissioners). The majority of the requests are for files of officers

who have completed their training more than 10+ years ago. On many occasions, these searches

are futile as records are often misplaced or deteriorated; making information hard to read. The

records that are stored via computer hard drive are the only information that the secretary has

inserted since her eight (8) years tenure in her position as it was revealed the computer and hard

drive had crashed before she took up her position. Ms. Powell expressed her concern for future

conditions of the recruit’s file and explained the importance of the information stored within

these files. The information stored can be used as antecedents if the recruit/officer is charged by

a superior or the courts, monitor the officer behavioural pattern from enlistment to current, the

information is also used to track medical records for the medical board, note their success

areas/performance for department placement and to determine what training courses the officer

needs to attend.

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Steps Taken to Address the Problem:

Inspector Edwards acknowledged Ms.Powell’s concerns and is also of the opinion that the

current practice is not conducive. The inspector asked Ms. Powell’s advice on the situation. After

doing some intensive research, Ms. Powell suggested an online database but she stated is not

fluent in this subject matter. The secretary's first step to address the problem was to consult with

someone with IT knowledge. Mr. Jermaine Griffin, IT Specialist was briefed with the scenario

and conveyed that an online cloud database is indeed the best option to curb the filing issues at

the Police Training Complex. He explained that information is easily accessible to authorized

persons (remotely), commented on the longevity of stored data(no data lost), and tight security

measures. Second Step, understanding that the Police Force is a disciplinary organization and is

guided by rules and regulation that speaks to communication going through the chain of

command, An official letter was composed and sent up the ladder to the Force Personnel Officer

( HR Manager), Force Finance Officer and the Commissioner. The letter indicated the problem at

hand i.e. Lack of Proper Storage Medium for Recruit Personal Files, the inconveniences caused

because of the ongoing problem, a professional suggested idea in the form of an Online Police

Training Electronic Database System(PTEDS) as the best solution to remedy the problem at

hand and created a verbal vision of the system and how it would solve the issue. While awaiting

a response from the necessary authority, Ms. Powell knew her audience with which she was

dealing with. The Force Personnel and Force Finance Officers are tech-savvy and would have no

problem with the idea whilst the Commissioner is old school and not technologically inclined

and would be hesitant.

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Ms. Powell’s third step resulted in a collaboration with Mr. Griffin where she provided him with

specifics and data to bring the change to life by creating a demo of how the cloud database would

look and function.

As per her gut-feeling about the feedback from the necessary authorities, Commissioner Mr.

Hilroy Brandy was hesitant about this technological change. He is concerned that he is not tech-

savvy enough to navigate the site and was concerned about the security of the information. This

foreseen action led Ms. Powell to her fourth step, removing this resistance obstacle by properly

educating Mr. Brandy on the functioning of the proposed new system. After long deliberations

Mr. Brandy conceded. He spoke to the Finance Officer to start the financing of the database.

After two weeks, Mr. Brandy announced the completion and implementation of an online Police

Training Electronic Database System(PTEDS).

Resistance to Change

While other authorized Gazetted Officers were receptive to the change, two Assistant

Commissioners of Police were unwilling to accept the change. Both ACP Mitchell and ACP

McCarta are not fond of technology. Each believes that it is much easier to do the work manually

like before and store files and have them readily available when needed. ACP Mitchell spoke to

security and internet loss issues and held his grounds about not using the new system.

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 Change Management Analysis

Effectiveness of Steps taken to address the problem

According to Worster et al (2017), there are five common elements to the design of IT functions

that often create issues when not properly integrated into the workplace. One of these

components that is important to the work process is that of an IT consultant. Fortunately, after

Ms. Powell discovered a possible solution i.e. an online database, to remedy the failing filing

system her first step was to consult with an experienced professional before stating her case to

higher authorities. After careful consideration of the information given, Mr. Griffin was able to

support the secretary's idea of the cloud database and provide a functional specification.

Secondly, during her quest to address the problem at hand, Ms. Powell wrote a compelling letter

to the COP about the current issue, in addition to referring to how it is affecting the workflow of

the force. According to Tamilarasu (2012) A-Z Techniques for change management it is

pertinent to have “ EVIDENCE FOR CHANGE”. This included cold, hard data to show the need

for change. This was displayed in Ms. Powell’s letter (please find attached in appendix) where

she drew reference to not being able to allocate requested files numerous times and also

described the state of the files that are sent to headquarters.

Ms. Powell’s third step of providing specifications as well as providing a visual aid of the

proposed database mirrored the writings of both Tamilarasu (2012) and Worster et al (2017).

Worster et al (2017) penned that a technical specification must be developed and communicated

to the development team this must be done to create the IT solution whilst Tamilarasu (2012) A-

Z Techniques for change management suggested “ Visioning”, creating a motivating view of the

future.

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Sung & Kim (2021) quoted Noe (1986) on education and training as a planned learning

experience and is an activity that transforms personal knowledge, skills, and attitudes. The

authors further stated that education and training can strengthen the capacity of organizational

members and respond to rapidly changing environments. Ms. Powell’s knowledge of the COP

was able to help her realize that people fear what is not understood and her best way to convince

the COP of change was to provide “education” as Tamilarasu (2012) suggested.

Drawing on academic research, the writer is of the opinion that Ms.Powell’s steps toward

addressing the Lack of Proper Storage Medium for Recruit Personal Files were effective. It is

always imperative to seek professional advice before venturing into new ideas for any company

as this prevents making choices that are not conducive to the effectiveness and efficiency of the

business. Creating a sense of urgency is paramount to change management. It is identifying the

current system is no longer a suitable option and as such requires change. Without expressing the

urgency of the change needed, complacency will most likely take effect. Vision provides a clear

view or guidance of the predicted change that a business wishes to attain. A picture can describe

the company’s direction/goal and provide a sense of accomplishment. Knowing your staff

mindset, capabilities and skills allows the organization to be proactive when change may need to

be done. Integrating new technology into an archaic environment requires education about the

new change for one to comprehend and fully utilize the new tech.

Notwithstanding the effectiveness of steps done to address the underlying problem. The writer is

also of the opinion that additional efforts/steps as it relates to the implementation could have

been used to facilitate the change as well. This can be done by utilizing a standard approach or

methodology that specifically addresses people's side of change.

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The writer’s Initiated Efforts to Implement the planned changes

Ms.Powell’s steps to address the Lack of Proper Storage Medium for Recruit Personal Files issue

was in compliance with different literature but the writer sought to explore John Kotter’s Eight-

Step Action Plan for Change. The following adaptation of Kotter’s model is in accordance or

context to the above scenario. According to Kotter (1996), there are eight steps to transforming

an organization,

1. establish a sense of urgency,

2. create the guiding coalition,

3. develop a vision and strategy,

4. communicate the change vision,

5. empower broad-based action,

6. generate short term wins,

7. consolidate gains and produce more change

8. and anchor new approaches in the corporate culture.

Appelbaum et al (2012) indicated some transformations do not require going through certain

steps. In the case of implementing the cloud database at the Police Training Complex, it is the

writer’s opinion that only steps 1,2,3,4,5 and 7 of Kotter (1996) steps should be used for the

implementation of the change.

The recruits’ files as stated above are used for various reasons, one of which is used as

antecedents in the court or police tribunals. Without the pertinent information within these files,

cases can be affected negatively and can lead to a bad image of the police force. In this case, a

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sense of urgency should be established. This includes dramatically communicating and showing

the high-ranking officials the state of the current filing system, providing them with instances of

lost court battle due to failure of producing files and/or the state of the said files. Compiling

evidence of how the current filing system has been disadvantageous to the force should add

credibility to the need of a change message. Kotter(1996) connoted the usage of consultants as a

tactic for creating a sense of urgency. As research indicated that cloud computing is a suitable

option to remedy the issue, consulting an IT professional for advice is fitting.

Adage saying, “ teamwork, makes the dream work” is of similarity to Kotter’s (1996) second

step, creating a guiding coalition. Realistically one person cannot initiate, lead nor manage

change especially in an organization that settles with sticking to old methods. Forming a group

that possess characteristics such as credibility and proven leadership might be able to convince

those who are skeptical of changes and encourage risk-taking, non-traditional actions. In this

instance, the instructional staff in addition to the force personnel and force finance officer would

have made a good coalition to convince the COP and his Assistant Commissioners.

Developing a vision and strategy is another step of Kotter's (1996) change model step that would

assist in the new IT implementation. A well-documented outline of the change can help the end-

users understand the intended results but with end-users who are not tech-savvy a live demo that

shows the results should be available to all individuals who will be affected by the change. This

method should foster excitement to see positive changes, encouragement, acceptance and better

results.

Implementing a change without proper communication can create high resistance. Kotter (1996)

insisted that one should communicate the vision change. An IT change is not as simple as a dress

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code change within an organization. Being open about the changes may encourage positive

attitudes towards the change. Different forms of communication should be put in place to ensure

end-users are properly informed of future changes. Meetings, Q&A forums, Feedback/Opinion

forms should be done to dismiss any unwanted fear and/or ambiguities that may arise. All

updates should be communicated to gather a sense of involvement.

Kotter(1996) stated that communication alone is not sufficient to overcome obstacles to the

change in vision. He proposed step 5, empower broad-based action. As it relates to the

implementation of an IT-related system, training and education is important especially for the

end-users who are not fond of technology. Educating and training can change their overall

attitude once the new system is learned and understood. Without this step, the system is

practically of no use if the end-users are not well versed with the new change.

Kotter(1995) explained the importance for leaders to utilize short-term gains to address other

issues that are not in line with the new changes. This was expressed in step 7 as consolidate gains

and produce more change. Unfortunately, the entire police force systemization is done manually.

The successful implementation of the Online Police Training Electronic Database

System(PTEDS) can be extended to HR cloud databases. This can entail all other information of

the now trained officer after he/she left the Police Training School. This can include updated

photos, marks from promotional exams, sick leave information, vacation information etc. The

database could be used as one centralized area to recover all information as it relates to any offer

of the law.

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Resistance Management

Hiatt & Creasey (2012) wrote that the process of managing change enables employees to adopt a

change; however, change leaders may not be skilled at recognizing and addressing resistance and

this can disrupt the bridge between solutions and results. Klonek (2014) defined resistance to

change as characteristics displayed by resistant employees include negative behaviors, attitudes,

and actions, including verbal criticism, nitpicking details, failure to adopt, negative comments,

sarcasm, missed meetings, failed commitments, and slow productivity.

“When evidence of resistance first appears, it helps to examine this in terms of how it has been

expressed, ” (O Connor, 1993).Tamilarasu (2012) noted people resist change when they believe

change is unnecessary, they had no input into the decision, the change was a surprise, they are

not confident that the change will succeed, they feel manipulated because the changes were kept

secret during the planning stage and they subscribe to the belief, “If it’s not broken, don’t fix it.

By way of two-way communication, it is the writer's belief that finding the reason behind the

resistance issue can be the first step in resolving the issues. One cannot solve an issue without

finding the root caused by doing so one can prepare compelling cases for the need for the

change. People support change when they believe that the change is the right thing to do, they

were given an opportunity to have a voice into and about the change and this can be done by:

engaging with those who oppose the change, allow them to give their input as this allows them to

feel a part of the team and that their concerns are heard and understood. It is a possibility that the

change was not communicated effectively and in this case, constant communication can assist

with resistance. Providing resources such as training classes, equipment, anything that not only

assists them to adapt but also excel in the changing environment. Prove to the individuals how

the changes will benefit them individually and the company on a whole utilizing demonstration.

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Conclusion

“Change is the norm; unless an organization sees that its task is to lead change, that organization

will not survive.” Peter F. Drucker. Realistically, change is inevitable. An organization normally

implements changes to assist with achieving their missions and goals as old methods are no

longer effective but these changes should be properly managed. The main focus of change

management is to ensure the successful adoption and usage of the change. While many leaders

understand the importance of change within an organization, most are not equipped with the

knowledge to lead or execute change effectively. To ensure the change is effective, one should

follow the necessary methods as it relates to change models. Many change models can assist

leaders with making the right step towards change, this includes Kotter (1996) eight-step change

model. Change leaders can use these models as it applies to their specific organization. Most

change initiatives usually fail because of poor execution. Lack of strategic formulation for

implementation results in resistance to change. It is therefore the onus of leaders to equip and

support individuals to adapt to the change and guide them through transitioning periods to

eliminate any resistance towards the organizational change.

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References:

Appelbaum, S. H., Habashy, S., Malo, J., & Shafiq, H. (2012). Back to the future: revisiting
Kotter's 1996 change model. The Journal of Management Development, 31(8), 764-782.
http://dx.doi.org.library.open.uwi.edu/10.1108/02621711211253231

Contreras, S., & Gonzalez, J. A. (2020). Organizational change and work stress, attitudes, and
cognitive load utilization: a natural experiment in a university restructuring. Personnel
Review, 50(1), 264-284. http://dx.doi.org.library.open.uwi.edu/10.1108/PR-06-2018-
0231

John Kotter's action plan for change. (1997). Strategy & Leadership, 25(1), 21. https://search-
proquest-com.library.open.uwi.edu/scholarly-journals/john-kotters-action-plan-
change/docview/194370764/se-2?accountid=42537

Hiatt, J., & Creasey, T. J. (2012). Change Management: The People Side of Change

Klonek, F., Lehmann-Willenbrock, N., & Kauffeld, S. (2014). Dynamics of Resistance to

Change: A Sequential Analysis of Change Agents in Action. Journal Of Change
Management, 14(3), 334-360. https://doi-
org.library.open.uwi.edu/10.1080/14697017.2014.896392.

Levasseur, R. E. (2001). People skills: Change Management tools - Lewin's change model.
Interfaces, 31(4), 71-73. https://search-proquest-com.library.open.uwi.edu/scholarly-
journals/people-skills-change-management-tools-lewins/docview/217124358/se- 2?
accountid=42537

Martinsons, M., Davison, R., & Martinsons, V. (2009). How culture influences IT-enabled
organizational change and information systems. Communications Of The ACM, 52(4),
118-123. https://doi-org.library.open.uwi.edu/10.1145/1498765.1498798.

O Connor, ,Carol. (1993). Managing resistance to change. Management Development Review,

6(4),25.https://search-proquest-com.library.open.uwi.edu/scholarly-journals/managing-
resistance-change/docview/226078670/se-2?accountid=42537

Sung, W., & Kim, C. (2021). A Study on the Effect of Change Management on Organizational
Innovation: Focusing on the Mediating Effect of Members’ Innovative Behavior.
Sustainability, 13(4), 2079. https://doi.org/10.3390/su13042079

Tamilarasu, V. (2012). Change Management. International Journal of Management Prudence,

4(2), 26-31. https://search-proquest-com.library.open.uwi.edu/scholarly-journals/change-
management/docview/1490677206/se-2?accountid=42537

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 Appendixes

Mr. Hilroy Brandy

COP
 
Via

Mrs. Icilma Phipps Gilbert

Force Finance Officer

Via

Mr. Clifford Govia

Force Personnel Officer

February 19th, 2021

Police Training Electronic Database System(PTEDS)

Sirs and Madam,

          I have been a part of this organization for over nine (9) years but have spent the majority
of my working years at the Police Training School. My duties here at the Training School are
varied but I am mostly inserting, calculating, and filing data of the trainees that pass through this
compound. Over the years I have found methods to ease the workload that I encounter daily.
This included moving from regular excel sheets that are saved to the computer to using Google
Sheets where all the instructors can easily access information without me having to be present or
having to waste paper every time they need information. 

As we continue to acknowledge the advancements of technology, it is in my humblest opinion

that the Police Training School needs an upgrade in this area. For the eight (8) years I have been
here and even before me, students’ bulks of information are saved in manila folders.
Notwithstanding the workload of preparing these files etc, these folders over the years have been
deteriorating, etc. it would then be impossible after a length of time to gather information from
these files if so needed. Please note, we cannot depend on the information that may be gathered
and saved on the computer itself as I have no computerized files from Courses 34 and before.
One has to remember the importance of these files and the reasons for their urgent requests.

I am therefore proposing that an electronic database ( cloud database) be created to save the
important information of the trainees that are sometimes requested from headquarters.
Implementation of the database assists with ease of workload on the secretary, longevity of

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information, secured information, and easily accessible to authorized individuals ( PTS Staff,
Force Personnel and COP/ACP’s). The database will include but not be limited to:

 Student Registration Form. This includes the picture of the trainee, their name, marital
status, dob, gender, religion, allergic reactions, injuries history, telephone number,
address, emergency contact information, academics and financial standpoint.

 Compiled Test and Exams. This includes all scores that all the trainees has accumulated
throughout their training. 
 Self Defence ( First, Second, Third)
 Drills ( First, Second, Third)
 PT ( First, Second, Third)
 Weapon- (TOET’s * Pistol,M16*, Written Weapon, Range Scores
*Pistol,M16*)
 Written Examination- ( Elementary, Intermediate, Criminal Law, Evidence
and Procedure and General)
 Progress Test (First Second and Third)
 Commandants Inspection (First Second and Third)

 Student Assessment/ Appraised Sheet. The supervising officer for each student will be
able to assess the officer against the skills and abilities that are listed. General Comments
by the instructor, trainee, and commandant would also be included.

  Overall Course Aggregate. This system would be able to generate a combined course
overall aggregate sheet.

 Infractions Letters or Forms.  Warning Letters and Charges of Trainees would be written/
uploaded and inserted here. 

 Medical Visits and Treatments During Training. Information, as it relates to doctor visits,
will be uploaded here.

 Examination Upload Area.

The suggested database above can be created by Mr. Jermaine Griffin. Mr. Griffin is a former
PEP worker at the Police Technical Department and now proprietor of his IT firm, where he
creates and manages websites, etc for both private and government entities. I have contacted him
with my idea and he has agreed to assist me if approved by the necessary officials. Let’s be
realistic these ventures are costly but are a very good investment for the force. I have found a
professional that can ably assist us and who has also offered a discount on my account. 

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I am looking forward to a timely response and would like to thank you in advance for your
positive and thoughtful consideration as we gear towards improving the force together. Mr.
Griffin and I would produce the necessary flexibility to show up for a meeting if there is any
more insight you may need from us.

Yours Sincerely,

………………………………..
Nyamekye Powell

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